VANCOUVER, Dec. 6, 2012 /PRNewswire/ - Corvus Gold Inc. ("Corvus" or the
"Company") - (TSX: KOR, OTCQX: CORVF) is pleased to announce the
results of an independently prepared Preliminary Economic Assessment
("PEA") for the North Bullfrog Project, Nevada. The two phased PEA
development plan is based on the Company's updated resource estimate
and does not include any of the 2012 drilling outside of the Mayflower
deposit infill drilling.

The study produced a robust positive economic analysis for a conceptual,
low capex, heap leach project that generates average annual gold production of 74,800 ounces over 10 years (Figure 1), at a life of mine ("LOM") strip ratio of 0.48 to 1
(overburden to process feed), indicating a pre-tax, pre-royalty NPV(5%) of $166M, and an IRR of 26%at $1,479 per ounce gold price (Table 1). All dollar figures are in US$.

The PEA also shows the project has a considerable leverage to gold
price, with a pre-tax, pre-royalty NPV(5%) of $345 M and an IRR of 43% at $1,800 per ounce gold price(Table 2).

North Bullfrog Project Highlights:

Two (2) phase project development with initial mining on patented mining
claims to create potential for initial production in late 2014, two years early.

Excellent infrastructure for mine development, highway and grid power a few kilometres from
deposit and an existing, skilled mining workforce in the nearby communities.

Recently expanded land package to 68 km² to cover potential gold system extension and to address potential future
mining operation.

Jeffrey Pontius, CEO of Corvus, stated: "These initial results are very
impressive and reinforce the potential for creating a new near-term
Nevada gold producer. The low cost project, linked with a low initial
capex, attractive start-up phase, a favourable permitting environment,
and an excellent infrastructure and labour force, significantly de-risk
this highly prospective project. With recent successes in our step out
and high-grade drilling programs we see this initial positive PEA as a
critical first step in developing what we believe will be one of
Nevada's next gold mines."

PEA Description

The PEA assumes a 2 Phase development of a conventional drill and blast,
surface mine using haul trucks and front end loaders, and heap leach
processing of the mineralized material. Mineralized material would be
delivered to a crushing plant, where it would be crushed to 80% passing
minus 19 mm (¾ inch), then transported and stacked on heap leach pads,
using both truck loading and a conveyor/stacker. Leach solution would
be used to dissolve the gold and would be processed through a standard
carbon-in-column leach plant, with a gold doré produced in an on-site
refinery. Physical data for the mine operation are summarized in Table
3.

The Company cautions that the PEA is preliminary in nature, and is based
on technical and economic assumptions which will be further evaluated
in more advanced studies. The PEA is based on the North Bullfrog
resource model (as at October, 2012) which consists of material in both
the indicated and inferred classifications. Inferred mineral resources
are considered too speculative geologically to have the economic
considerations applied to them that would enable them to be categorized
as mineral reserves. The current basis of project information is not
sufficient to convert the mineral resources to mineral reserves, and
mineral resources that are not mineral reserves do not have
demonstrated economic viability. Accordingly, there can be no certainty
that the results estimated in this PEA will be realized. The PEA
results are only intended as an initial, first-pass review of the
potential project economics based on preliminary information.

The Company will file an updated NI 43-101 technical report, which will
include the results of the PEA, (the "Report") on SEDAR within 45 days,
and investors are urged to review the Report in its entirety.

Estimated initial capital costs are listed in Table 4, which include the
initial capital for Phase 1 of the project on patented claims, and the
start up capital for Phase 2 mining on Federal land. The Phase 2 start
up capital considers the contribution of cash flow from the first 2
years of the Phase 1 operation. Phase 1 capital includes $12 M for
feasibility resource definition and engineering and both infrastructure
and mobile equipment that are utilized for the project LOM. Life of
mine sustaining capital is estimated to be $128.3 M.

*adjusted for year 1 and year 2 cash contribution at base case gold
price

Operating costs included in the PEA were based on mining, processing ,
administration and reclamation , and are listed in Table 5, where they
are normalized to process tonnage and recovered gold ounces. Total LOM
cash operating costs are projected to be $8 16 / o z and LOM capital
cost was estimated to be an additional $314 /oz .

Table 5 Operating Costs- North Bullfrog Heap Leach Project

Cost

Cost per Process tonne ($/tonne)

Cost/Recovered Gold Oz ($/Oz)

Mining

$2.17

$384

Processing

$1.72

$305

Administration

$0.59

$ 106

Reclamation

$0.12

$21

Total Operating Cost

$4.60

$816

This initial stage PEA includes additional geologic data produced in the
2012 drilling program at the Mayflower resource, which began in July,
2012. Other resource drilling data from the Jolly Jane and Sierra
Blanca resources indicated potential to expand the current resource
estimate, but were at spacings greater than required for the inclusion
of material in inferred resources. Refined estimates of bulk density
were developed for all the resources and were used in the October 2012
update.

Cash Flow Model Inputs and Assumptions

Resources - The analysis included both indicated and inferred resources in the
mining and economic study. Indicated resources make up approximately
21% of the gold ounces in the production plan.

Project Phases - The analysis in the PEA is based on two phases, being a Phase 1
project which would produce minerals from the portions of the deposit
located on the patented claims that contain a portion of the Mayflower
and Jolly Jane resources, and a Phase 2 project that would produces
minerals from the portion of the deposit located on Federal claims.
Construction of Phase 1 begins in year -1, with 2 years of production
at the 7,700 tonnes per day rate before the beginning of Phase 2. Phase
2 construction is assumed to begin in year 2, with production beginning
in year 3 at an average rate of 42,200 tonnes per day of mineralized
material. Separate mine facilities and process facilities have been
assumed at each location.

Mining Method - A standard surface mine using a drill, blast, load and haul mining
plan was used for the study, assuming a 50 degree pit slope. The mine
volume was defined by Lerchs-Grossman optimization methods and the
resulting surfaces at $1,300/ounce gold price were used to schedule
production. A cut-off grade of 0.1 g/t gold was used for selection of
mineralized material to be sent to the processing facility. Detail
design has been performed for the Phase 1 Mayflower resource. The
assumed averge mining rate was 37,200 tonnes of mineralized material
per day.

Processing Method - A heap leach design was developed for the Mayflower site operated at
a placement rate of 7,700 tonnes of mineralized material per day, with
all material assumed to be crushed to 80% - 19 mm (-3/4 inch). Truck
placement of the Mayflower mineralized material was assumed after the
crushing. The Phase 2 heap leach pad was assumed to operate at an
average placement rate of 48,300 tonnes/day, with all mineralized
material assumed crushed to 80% passing -19 mm (-3/4 inch), and placed
on the leach pad by conveyor/stacker. Separate CIC process plants were
assumed at the Phase 1 Mayflower and Phase 2 leach pad sites.

CIO, CTO & Developer Resources

Gold Recovery Model - Process recoveries were estimated based on the preliminary results of
bottle roll and column leach testing of composite samples created from
the 2012 PQ metallurgical drilling program. A total of 23 sample
composites from the 3 current resource areas have been created from
2012 PQ core and used to create duplicate column tests at a nominal
crushed size of 80% -19 mm (-3/4 inch). The LOM average recovery was
assumed to be 75% of fire assay results.

Operating and Capital Cost Estimates - Preliminary capital and operating costs were developed using
information available from other Nevada heap leach operations, a
commercially available mining and development cost database, plus all
available project technical data and metallurgical/process related test
work. Feasibility design work, currently underway for the Phase 1
project, has been used to refine the capital cost estimate. Preliminary
configurations of Phase 2 site infrastructure alternatives (heap leach
pad, overburden storage facility, roads, shops, offices etc.) have been
evaluated and an arrangement was defined as the basis of capital cost
estimates. Capital costs were developed based on a nominal mining rate
of 7,700 tonnes of mineralized material per day for the Phase 1
Mayflower operation, and 42,200 tonnes per day of mineralized material
for the Phase 2 operation. Total processed material would be 136 M
tonnes. Major fixed equipment and all mobile equipment was assumed to
be financed over the first 6 years of life. All costs are in constant
USD from Q4 2012. No escalation was applied in the financial model.

Taxes and Royalties - Taxes and royalty charges were excluded from this preliminary
analysis of the project. Net smelter return royalty rates vary from
0-4% across the project and average approximately 0.7%, assuming
exercise by the Company of partial royalty buy-out rights.

Revenue - Revenue was determined in the base case financial model assuming a
$1,600 per gold ounce for the first 3 years of production, then
dropping to a constant gold price of $1,450 per ounce. All
sensitivities to gold price assumptions were assessed using a constant
price, except for the base case.

October 2012Resource Update

Giroux Consulting Ltd., of Vancouver BC, has produced an updated mineral
resource estimate (effective as at October, 2012), based on resource
infill drilling at the Mayflower resource during 2012 and the increased
amount of bulk density data at the Jolly Jane and Sierra Blanca
resources. This resource estimate has been used as the basis for the
PEA, and will be included in the Report. The current mineral resources,
based on a cut-off grade of 0.1 g/t gold ("COG"), are listed in Tables
6 and 7, for indicated and inferred classifications, respectively.

Table 6 2012 NBP Oxidized Resources at 0.1 g/t COG

Resource

Tonnes>0.1 g/t

Au Grade (g/t)

Ag Grade (g/t)

Au Ozs

Ag Ozs

Mayflower

12,650,000

0.330

0.310

133,810

126,100

Jolly Jane

14,400,000

0.244

0.450

113,000

208,000

Total Indicated

27,050,000

0.284

0.384

246,810

344,100

Table 7 2012 NBP Oxidized Resources at 0.1 g/t COG

Resource

Tonnes>0.1 g/t

Au Grade (g/t)

Ag Grade (g/t)

Au Ozs

Ag Ozs

Mayflower

3,280,000

0.140

0.250

14,870

26,360

Jolly Jane

31,650,000

0.198

0.390

201,000

397,000

Sierra Blanca

198,460,000

0.182

0.860

1,161,000

5,487,000

Connection

1,080,000

0.320

-

11,000

-

Total Inferred

234,470,000

0.184

0.784

1,387,870

5,910,360

About the North Bullfrog Project, Nevada

Corvus controls 100% of its North Bullfrog Project, which covers
approximately 68 km² in southern Nevada just north of the historic
Bullfrog gold mine formerly operated by Barrick Gold Corp. The
property package, shown in Figure 2, is made up of a number of private
mineral leases of patented federal mining claims and 758 federal
unpatented mining claims. The project has excellent infrastructure,
being adjacent to a major highway and power corridor.

The project currently includes numerous prospective gold targets with
four (Mayflower, Sierra Blanca, Jolly Jane and Connection) containing
an estimated Oxidized Indicated Resource of 27 Mt at an average grade
of 0.28 g/t gold for 246,810 ounces of gold and an Oxidized Inferred
Resource of 234.5 Mt at 0.18 g/t gold for 1,387,870 ounces of gold
(both at a 0.1 g/t gold cutoff), with appreciable silver credits.
Unoxidized Inferred mineral resources are 221.6 Mt at 0.19 g/t for
1,361,000 ounces of gold (at a 0.1 g/t gold cutoff).

Mineralization occurs in two primary forms: (1) broad stratabound
bulk-tonnage gold zones such as the Sierra Blanca and Jolly Jane
systems; and (2) moderately thick zones of high-grade gold and silver
mineralization hosted by structural zones with breccias and
quartz-sulphide vein stockworks such as the Mayflower and Yellowjacket
targets. The Company is actively pursuing both types of mineralization.

Jeffrey A. Pontius (CPG 11044), a qualified person as defined by NI
43-101, has supervised the preparation of the scientific and technical
information (other than the resource estimate) that forms the basis for
this news release and has approved the disclosure herein. Mr. Pontius
is not independent of Corvus, as he is the CEO and holds common shares
and incentive stock options.

Dr. Roger Steininger, PhD, CPG, an independent consulting geologist, has
acted as the Qualified Person, as defined in NI 43-101, for the
description of the general site information, the mineral exploration,
and the site geology portions of the Report. He has 40+ years'
experience and has been involved in mineral exploration, mine site
geology and operations, mineral resource and reserve estimations and
feasibility studies on numerous underground and open pit base metal and
gold deposits in Canada, the United States, and Mexico. He is a
Certified Professional Geologist (CPG 7417), certified by the American
Institute of Professional Geologists. Dr. Steininger is independent of
the Company under NI 43-101.

Mr. Gary Giroux, M.Sc., P. Eng (B.C.), a consulting geological engineer
employed by Giroux Consultants Ltd., has acted as the Qualified Person,
as defined in NI 43-101, for the Giroux Consultants Ltd. mineral
resource estimate. He has over 30 years of experience in all stages of
mineral exploration, development and production. Mr. Giroux
specializes in computer applications in ore reserve estimation, and has
consulted both nationally and internationally in this field. He has
authored many papers on geostatistics and ore reserve estimation and
has practiced as a Geological Engineer since 1970 and provided
geostatistical services to the industry since 1976. Both Mr. Giroux
and Giroux Consultants Ltd. are independent of the Company under NI
43-101.

Mr. William J. Pennstrom, Jr., a consulting process engineer and
President of Pennstrom Consulting Inc., has acted as the Qualified
Person, as defined by NI 43-101, for evaluation of the metallurgical
testing data, process evaluation, operating cost estimation and process
capital cost estimation portions of the Report. He has over 30 years of
experience in mineral process design and operation, and has been an
independent process and metallurgical consultant for the mining
industry for the last eleven years. He is a Registered Member of the
Society of Mining, Metallurgy and Exploration (SME Member # 2503900).
Mr. Pennstrom and Pennstrom Consulting Inc. are both independent of the
Company under NI 43-101.

Mr. Scott E. Wilson, CPG, President of Metal Mining Consultants,
formerly Scott E. Wilson Consulting Inc., is a consulting geologist
specializing in surface mine design, optimization and analysis,
production scheduling, due diligence evaluations and Mineral Resource
and Reserve reporting. He is acting as Qualified Person, as defined in
NI 43-101, for the evaluation of the mining design, production
schedule, operating costs, project capital costs, and financial
evaluation portions of the Report. Mr. Wilson has over 23 years
experience in surface mining and is a Registered Member of Society of
Mining, Metallurgy and Exploration. Mr. Wilson and Metal Mining
Consultants are independent of the Company under NI 43-101.

The work program at North Bullfrog was designed and supervised by
Russell Myers (CPG 11433) , President of Corvus, and Mark Reischman,
Corvus Nevada Exploration Manager, who are responsible for all aspects
of the work, including the quality control/quality assurance program.
On-site personnel at the project log and track all samples prior to
sealing and shipping. Quality control is monitored by the insertion of
blind certified standard reference materials and blanks into each
sample shipment. All resource sample shipments are sealed and shipped
to ALS Chemex in Reno, Nevada, for preparation and then on to ALS
Chemex in Reno, Nevada, or Vancouver, B.C., for assaying. ALS Chemex's
quality system complies with the requirements for the International
Standards ISO 9001:2000 and ISO 17025:1999. Analytical accuracy and
precision are monitored by the analysis of reagent blanks, reference
material and replicate samples. Finally, representative blind duplicate
samples are forwarded to ALS Chemex and an ISO compliant third party
laboratory for additional quality control. McClelland Laboratories Inc.
prepared composites from duplicated RC sample splits collected during
drilling. Bulk samples were sealed on site and delivered to McClelland
Laboratories Inc. by ALS Chemex or Corvus personnel. All metallurgical
testing incorporated into the Report was conducted or managed by
McClelland Laboratories Inc.

About Corvus Gold Inc.

Corvus Gold Inc. is a resource exploration company, focused in Nevada,
Alaska and Quebec, which controls a number of exploration projects
representing a spectrum of early-stage to advanced gold projects.
Corvus is focused on advancing its North Bullfrog project towards a
potential development decision and continuing to explore for new major
gold discoveries. Corvus is committed to building shareholder value
through new discoveries and leveraging noncore assets via partner
funded exploration work into carried and or royalty interests that
provide shareholders with exposure to gold production.

This press release contains forward-looking statements and
forward-looking information (collectively, "forward-looking
statements") within the meaning of applicable Canadian and US
securities legislation. All statements, other than statements of
historical fact, included herein including, without limitation,
statements regarding the anticipated content, commencement and cost of
exploration programs, anticipated exploration program results and the
timing thereof, the discovery and delineation of mineral
deposits/resources/reserves, the potential for the identification of
multiple deposits at North Bullfrog, the potential for a low capex
and/or opex heap leach mine operation at North Bullfrog, the potential
for there to be a low strip ratio in connection with any mine at North
Bullfrog, the potential for the existence or location of additional
high-grade veins, the proposed completion of a feasibility study for
either Phase 1 or Phase 2 or both of the North Bullfrog project, the
potential for a production decision to be made, the potential
commencement of any development of a mine at North Bullfrog following a
production decision, the potential for any mining or production at
North Bullfrog, the potential for additional resources to be located
between certain of the existing deposits, the potential for the Company
to secure or receive any royalties in the future, business and
financing plans and business trends, are forward-looking statements.
Information concerning mineral resource estimates and the preliminary
economic analysis thereof also may be deemed to be forward-looking
statements in that it reflects a prediction of the mineralization that
would be encountered, and the results of mining it, if a mineral
deposit were developed and mined. Although the Company believes that
such statements are reasonable, it can give no assurance that such
expectations will prove to be correct. Forward-looking statements are
typically identified by words such as: believe, expect, anticipate,
intend, estimate, postulate and similar expressions, or are those,
which, by their nature, refer to future events. The Company cautions
investors that any forward-looking statements by the Company are not
guarantees of future results or performance, and that actual results
may differ materially from those in forward looking statements as a
result of various factors, including, but not limited to, variations in
the nature, quality and quantity of any mineral deposits that may be
located,variations in the market price of any mineral products the Company may
produce or plan to produce, the Company's inability to obtain any
necessary permits, consents or authorizations required for its
activities, significant increases in the cost of labour, materials,
equipment and supplies required to develop and operate any mine at
North Bullfrog, the Company's inability to produce minerals from its
properties successfully or profitably, to continue its projected
growth, to raise the necessary capital or to be fully able to implement
its business strategies, and other risks and uncertainties disclosed in
the Company's latest interim Annual Information Form and interim
Management Discussion and Analysis filed with certain securities
commissions in Canada. All of the Company's Canadian public disclosure
filings may be accessed via www.sedar.comand readers are urged to review these materials, including the technical
reports filed with respect to the Company's mineral properties.

Cautionary Note Regarding References to Resources and Reserves

National Instrument 43 101 - Standards of Disclosure for Mineral
Projects ("NI 43-101") is a rule developed by the Canadian Securities
Administrators which establishes standards for all public disclosure an
issuer makes of scientific and technical information concerning mineral
projects. Unless otherwise indicated, all resource estimates contained
in or incorporated by reference in this press release have been
prepared in accordance with NI 43-101 and the guidelines set out in the
Canadian Institute of Mining, Metallurgy and Petroleum (the "CIM")
Standards on Mineral Resource and Mineral Reserves, adopted by the CIM
Council on November 14, 2004 (the "CIM Standards") as they may be
amended from time to time by the CIM.

United States shareholders are cautioned that the requirements and
terminology of NI 43-101 and the CIM Standards differ significantly
from the requirements and terminology of the SEC set forth in the SEC's
Industry Guide 7 ("SEC Industry Guide 7"). Accordingly, the Company's
disclosures regarding mineralization may not be comparable to similar
information disclosed by companies subject to SEC Industry Guide 7.
Without limiting the foregoing, while the terms "mineral resources",
"inferred mineral resources", "indicated mineral resources" and
"measured mineral resources" are recognized and required by NI 43-101
and the CIM Standards, they are not recognized by the SEC and are not
permitted to be used in documents filed with the SEC by companies
subject to SEC Industry Guide 7. Mineral resources which are not
mineral reserves do not have demonstrated economic viability, and US
investors are cautioned not to assume that all or any part of a mineral
resource will ever be converted into reserves. Further, inferred
resources have a great amount of uncertainty as to their existence and
as to whether they can be mined legally or economically. It cannot be
assumed that all or any part of the inferred resources will ever be
upgraded to a higher resource category. Under Canadian rules,
estimates of inferred mineral resources may not form the basis of a
feasibility study or prefeasibility study, except in rare cases. The
SEC normally only permits issuers to report mineralization that does
not constitute SEC Industry Guide 7 compliant "reserves" as in-place
tonnage and grade without reference to unit amounts. The term
"contained ounces" is not permitted under the rules of SEC Industry
Guide 7. In addition, the NI 43-101 and CIM Standards definition of a
"reserve" differs from the definition in SEC Industry Guide 7. In SEC
Industry Guide 7, a mineral reserve is defined as a part of a mineral
deposit which could be economically and legally extracted or produced
at the time the mineral reserve determination is made, and a "final" or
"bankable" feasibility study is required to report reserves, the
three-year historical price is used in any reserve or cash flow
analysis of designated reserves and the primary environmental analysis
or report must be filed with the appropriate governmental authority.

Caution Regarding Adjacent or Similar Mineral Properties

This news release contains information with respect to adjacent or
similar mineral properties in respect of which the Company has no
interest or rights to explore or mine. The Company advises US
investors that the mining guidelines of the US Securities and Exchange
Commission (the "SEC") set forth in the SEC's Industry Guide 7 ("SEC
Industry Guide 7") strictly prohibit information of this type in
documents filed with the SEC. Readers are cautioned that the Company
has no interest in or right to acquire any interest in any such
properties, and that mineral deposits on adjacent or similar properties
are not indicative of mineral deposits on the Company's properties.

This press release is not, and is not to be construed in any way as, an
offer to buy or sell securities in the United States.

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Sensor-enabled things are becoming more commonplace, precursors to a larger and more complex framework that most consider the ultimate promise of the IoT: things connecting, interacting, sharing, storing, and over time perhaps learning and predicting based on habits, behaviors, location, preferences, purchases and more.
In his session at @ThingsExpo, Tom Wesselman, Director of Communications Ecosystem Architecture at Plantronics, will examine the still nascent IoT as it is coalescing, including what it is today, what it might ultimately be, the role of wearable tech, and technology gaps stil...

In the consumer IoT, everything is new, and the IT world of bits and bytes holds sway. But industrial and commercial realms encompass operational technology (OT) that has been around for 25 or 50 years. This grittier, pre-IP, more hands-on world has much to gain from Industrial IoT (IIoT) applications and principles. But adding sensors and wireless connectivity won’t work in environments that demand unwavering reliability and performance.
In his session at @ThingsExpo, Ron Sege, CEO of Echelon, will discuss how as enterprise IT embraces other IoT-related technology trends, enterprises with i...

When it comes to the Internet of Things, hooking up will get you only so far. If you want customers to commit, you need to go beyond simply connecting products. You need to use the devices themselves to transform how you engage with every customer and how you manage the entire product lifecycle.
In his session at @ThingsExpo, Sean Lorenz, Technical Product Manager for Xively at LogMeIn, will show how “product relationship management” can help you leverage your connected devices and the data they generate about customer usage and product performance to deliver extremely compelling and reliabl...

The Internet of Things (IoT) is causing data centers to become radically decentralized and atomized within a new paradigm known as “fog computing.” To support IoT applications, such as connected cars and smart grids, data centers' core functions will be decentralized out to the network's edges and endpoints (aka “fogs”). As this trend takes hold, Big Data analytics platforms will focus on high-volume log analysis (aka “logs”) and rely heavily on cognitive-computing algorithms (aka “cogs”) to make sense of it all.

With several hundred implementations of IoT-enabled solutions in the past 12 months alone, this session will focus on experience over the art of the possible. Many can only imagine the most advanced telematics platform ever deployed, supporting millions of customers, producing tens of thousands events or GBs per trip, and hundreds of TBs per month.
With the ability to support a billion sensor events per second, over 30PB of warm data for analytics, and hundreds of PBs for an data analytics archive, in his session at @ThingsExpo, Jim Kaskade, Vice President and General Manager, Big Data & Ana...

The challenge facing today’s project management professionals is supporting a more agile approach to software releases while managing orderly governance and production controls that are necessary. Project managers have become air traffic controllers landing more projects more frequently on more runways, and as the skies become more crowded it’s important to understand both the trends and some strategies for managing the increasingly agile enterprise.

Our guest on the podcast this week is Mark Thiele, EVP of Data Center Technology at Switch.
We discuss the idea that private clouds are often equated with do-it-yourself and why that should be changed.
Taking sure you are receiving the private environment you need at a cost that can support your business.
Listen in to learn the different ways to own and manage a private cloud.

The Internet of Things has emerged as the universally accepted term for the ‘next big thing’ wave, not replacing but building upon the Cloud Computing cycle, which itself built upon SaaS and ASPs.
There are many technology aspects to this trend, which will be covered extensively throughout this guide and ongoing series, but overall our goal is to describe the associated startup venture opportunities.
Indeed it’s not limited to startups, the IoT represents a new product innovation platform for any and all businesses, and this is the overall theme of this paper.

It’s easy to fall into a pattern of dysfunctional releases, release processes that are characterized by delay, inefficiency, and endless meetings that encourage people to view releases as a problem. These are the kinds of meetings that inspire references to the movie Office Space or emails that include clippings of the cartoon Dilbert - repetitive meetings to answer the same questions over and over again all because people lack the tools to connect the issue tracker with the change management systems.
In organizations without a reliable process a release is also a time for production system o...

A large US insurance carrier, based in the Midwest, has improved its applications’ lifecycle to make enterprise mobility a must-have business strength.
This five-part series of penetrating discussions on the latest in enterprise mobility explores advancements in applications design and deployment technologies across the full spectrum of edge devices and operating environments.
Our next innovation interview focuses on how a large US insurance carrier, based in the Midwest, has improved its applications’ lifecycle to make enterprise mobility a must-have business strength.

In my first blog I wrote about SharePoint System Performance Health Checks beyond looking at CPU and Memory Metrics. In this blog, I cover deployment related performance health problems that I always check when looking at a SharePoint Installation. Especially after deploying new hardware, new sites, pages, views, custom or third-party Web Parts (e.g., from AvePoint, K2, Nintex, Metalogix, etc.) it’s important to perform certain deployment sanity checks. While you may have nobody reporting issues in the moment there are several areas that you constantly need to check before they become a real p...

An anatomy of startup ventures for the Internet of Things market. Like GE describes in their white paper Pushing the Boundaries of Mind and Machine, this is basically a process of innovating through more intelligent machines to reinvent workflow models.
For a useful overview as to what constitutes an ‘IoT startup’, check out one example for some key characteristics: Hutgrip. Hutgrip is a SaaS solution that replaces VPNs with the Cloud and real time analytics, with the headline points being:
Clear description of the business benefit the new technology will bring – Smarter automation of bi...

Containers and microservices have become topics of intense interest throughout the cloud developer and enterprise IT communities.
Accordingly, attendees at the upcoming 16th Cloud Expo at the Javits Center in New York June 9-11 will find fresh new content in a new track called PaaS | Containers & Microservices
Containers are not being considered for the first time by the cloud community, but a current era of re-consideration has pushed them to the top of the cloud agenda. With the launch of Docker's initial release in March of 2013, interest was revved up several notches. Then late last...

DevOps is all about removing barriers to rapid, safe delivery of new experiences to your customers. Much of this revolves around automating error-prone, human-driven processes so that processes can be standardized, scaled, and varied programmatically. Some of the types of tools used in a DevOps-minded organization might include version control systems, automation servers, and configuration management systems. Many tools can be used across categories, with varying amounts of success. Some vendors offer products that claim to address all of these needs with one solution – most rarely deliver on ...

Application metrics, logs, and business KPIs are a goldmine. It’s easy to get started with the ELK stack (Elasticsearch, Logstash and Kibana) – you can see lots of people coming up with impressive dashboards, in less than a day, with no previous experience. Going from proof-of-concept to production tends to be a bit more difficult, unfortunately, and it tends to gobble up our attention, time, and money.
In his session at DevOps Summit, Otis Gospodnetić, co-author of Lucene in Action and founder of Sematext, will share the architecture and decisions behind Sematext’s services for handling larg...

Over the last couple of years I have talked to numerous enterprise customers, analysts, industry pundits, and others interested in cloud technologies, and one thing is abundantly clear – Platform-as-a-Service (PaaS) seems to mean different things to different people. But the term PaaS is irrelevant – it's just noise. What is relevant, and what is important, is what PaaS does: enable applications. That's what enterprises care about. They want to accelerate application development to get products to market faster and into users' hands sooner.

We continue to see an increasing trend in cyber-attacks in line with the growth of new technologies, and enterprises have to protect themselves. It is critical for enterprises to devise their own measures to protect against cyber-attacks because any tolerance on this front is more than an IT issue but may affect the very existence and the business model of the enterprise. We have seen in a recent incident where a cyber-attack prevented a large enterprise from performing their basic business process.

I recently had the opportunity to attend UI19 in Boston, a long-running conference focused on user experience design and ways to be more effective in a UX role as part of a larger team. One of the presentations in particular stuck with me as I returned to Boulder thinking about VictorOps and our evolution as an early stage startup.
Presented by Kim Goodwin, her talk on Principles, Values, and Effective Design Teams touched on a number of challenges we’ve experienced first-hand here at VictorOps as we strive to balance the delivery of a great product with the necessity to move quickly, while...

RealTime Medicare Data analyzes huge volumes of Medicare data and provides analysis to their many customers on the caregiver side of the healthcare sector using HP Vertica.
Here to explain how they manage such large data requirements for quality, speed, and volume, we're joined by Scott Hannon, CIO of RealTime Medicare Data and he's based in Birmingham, Alabama. The discussion is moderated by me, Dana Gardner, Principal Analyst at Interarbor Solutions.

These are some the Key Release Management Metrics our clients use to continually tune their release management process.
1. Number of Changes pending future system releases (Backlog)
2. Number of Successful Changes within a Release
3. Number of Failed Changes in a Release (Percentage of Failed Changes)
4. Number of Outages Caused by a Release
5. Number of Incidents Caused by a Release

The competition among public cloud providers is red hot, private cloud continues to grab increasing shares of IT budgets, and hybrid cloud strategies are beginning to conquer the enterprise IT world.

Big Data is driving dramatic leaps in resource requirements and capabilities, and now the Internet of Things promises an exponential leap in the size of the Internet and Worldwide Web.

The world of SDX now encompasses Software-Defined Data Centers (SDDCs) as the technology world prepares for the Zettabyte Age.

Add the key topics of WebRTC and DevOps into the mix, and you have three days of pure cloud computing that you simply cannot miss.

Cloud Expo - the world's most established event - offers a vast selection of 130+ technical and strategic Industry Keynotes, General Sessions, Breakout Sessions, and signature Power Panels. The exhibition floor features 100+ exhibitors offering specific solutions and comprehensive strategies. The floor also features two Demo Theaters that give delegates the opportunity to get even closer to the technology they want to see and the people who offer it.

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